Recruitment and Selection Issues in the Public Sector: A personal experience

 Diocell R. Togas

Department of Education-Schools Division of Ilocos Sur

ABSTRACT: This research sought to review and discuss to better understand the current discussion on recruitment and selection-related issues within the public sector. By addressing this topic, possible solutions and recommendations will be given as it may help in solving those issues. The purpose of this research is to further explore recruitment for a better selection of public servants. The significance of this paper is that government entities can benefit from the overall application of new recruitment methods suggested through previous research. Finally, this paper adds to the continuing discussion on recruitment as an important topic among researchers and those within public sector organizations, especially those within the human resource management field.

Keywords: Ethics, Public Sector, Recruitment and Selection Issues, unethical.

Introduction

According to Bratton and Gold (2007), recruitment is the process of generating a pool of capable people to apply to an organization for employment, while Selection is the process by which managers and others use specific instruments to choose from a pool of applicants the person(s) most likely to succeed in the job(s), given management and organizational goals and legal requirements. Recruitment and selection therefore primarily aim at attracting the maximum number of highly talented applicants to enable selection of the best candidates that will help the organization achieve competitiveness. According to Gommans and Musumbu (2014) in research on the role of ethical practice in recruitment in improving the performance of an institution, initiation to ethical or unethical conduct within an organization starts at the recruitment and selection stage and sets the stage for ethical or unethical conduct which finally affects an organization’s performance as witnessed by the police service. It is important to not only follow ethical practices during hiring but to also hire employees who are ethical and value-driven.

Who wants to work for the government? An article written by Lewis and Frank (2002), pointed out that in an era when everyone wants to be a millionaire, governments struggle to attract and retain highly qualified employees, making it more important than ever to understand what attracts people to public service. Job security may still be the strongest attraction of government jobs, but high income and an opportunity to be useful in society also attract. In addition, past recruitment strategies used in government were impediments towards attracting and retaining the "best and the brightest" (Lavigna & Hays, 2004). Some of these issues involved slow bureaucratic recruitment processes, non-competitive wages and narrow job descriptions (Lavigna & Hays, 2004). With an ever-changing society, the need for diversity, inclusivity and the hiring of the most talented people, the public sector needs to step and think of many ways that can benefit from reviewing and transforming its recruitment strategies to better service delivery and customer service practices.

     This article tries to put forward some issues of recruitment and selection in the public sector.      Many other authors have written about the current concern but lack of clarity on the issues that are encountered by many public government employees.  This article is written based more on personal experience than a literature review.

Recruitment and Selection Issues

            Recruitment and selection issues in the Philippine government are complex and complicated. It is hard to be hired and enter the public sector. There are various reasons why some are hesitant to enter and work for the government. Some reasons may be due to low salaries for entry-level, a lot of requirements, inconsistent recruitment and selection process, delays, politicization, nepotism and patronage, lengthy and bureaucratic processes, transparency and accountability.

Nepotism and patronage     

            Nepotism and patronage a practices in which positions are awarded based on connections rather than merit. Positions are given to relatives, normally in the form of employment opportunities, which is a pervasive problem in public sector employment around the world (OECD, 2014). It is extremely toxic in the public sector because people generally anticipate that public employees deserve their jobs, irrespective of whether they are hired through merit-based criteria or not (Fisman and Golden, 2017).  Favouring family members in the workplace has been a significant problem in the Philippines, particularly in government agencies where nepotism is prevalent. This goes against the Civil Service Commission's (CSC) rule that disapproves of political appointees of family members in GOCCs who are within a third degree of consanguinity or affinity in the national, provincial, city, and municipal civil service (Civil Service Commission, 2018).

            Nepotism allows more unqualified individuals than qualified ones. Selection policy which has been written in Civil Service Commission regulation are not being followed because decisions are left to individuals who are in the position. Those practices may influence people’s career choices and can have negative outcomes that deter talented people from entering the public sector. It is unfair for someone who is striving for career growth, education and training when the selection board selects someone they know. It appears that an application is useless when one does not have any connections or family members who are holding positions.

            The "padrino system," the Philippine equivalent of the patronage system, undermines merit and provides nepotism throughout the nation. In addition to undermining public trust, these long-standing practices give new hires a sense of insecurity as they enter the workforce and fear being shut out by incumbents. (Agaton, 2024).

Lengthy application process because of bureaucracy

            Silzer (2010) says that selection is a process of finding and hiring the best and most qualified candidate for a job opening in a timely and cost-effective manner. Devi and Comi (2018) define selection as a process of putting the right person on the right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. That is the main purpose of selection, recruitment, and promotion of employees (Tucker (2010). Selection and promotion should be based on merit, fitness, and equality.

Based on personal experience, the hiring process is very slow, taking several months or even years to fill up a vacant position and this is common in the Philippines, particularly in the government sector. Long waiting times between job interviews and poor communication can make candidates lose their patience and opt for another offer. As a result, applicants are forced to search for other job opportunities while waiting.

            The environmental dynamics such as globalization, economic competition, social and political upheavals, technological change, the threat of terrorism, and a quickly changing labour market, force the government to respond effectively and one of the answers lies in the recruitment and retention abilities (Lavigna & Hays, 2004). Selecting competent applicants can make public sector employees effective and competent in performing their jobs which will have an impact on the progress and success of the organizations.

Low Salaries

            It cannot be denied that government positions often offer lower salaries compared to the private sector, making it challenging to attract top talent. This problem has been a major concern for decades, affecting not only the morale and productivity of government workers but also the overall efficiency of public services. They offer low salary but the workload is excessive. Such a situation leads high rate of turn-over and this is common to teachers and nurses. They choose to leave the country because better opportunities and salary are given outside the Philippines. Talented and skilled individuals are often lured away by companies offering high salaries and better benefits.

            The reasons behind the low salaries in the government is the limited budget allocated for personnel services. Additionally, the government’ s salary scale is often based on outdated standards, failing to keep pace with inflation and the increasing cost of living.

Lack of transparency

            Some positions are not publicly advertised and criteria for selection are not also clearly defined which may open the door to favoritism. This is a room where power is abused  accountability is ignored which is the main concern of corporate governance.  

            Transparency prevents corruption by reducing opportunities of secretive transactions. This is essential because it allows the access to information about activities policies and decisions. It promotes accountability by providing a clear record of government actions and decisions.

 

CONCLUSIONS

HR professionals and selection boards have a role in ensuring that they hire the right candidates. It is also their responsibility to promote ethical, and legal recruitment and selection processes to ensure applicants are hired on their merit. There is no form of discrimination or favouritism during the hiring process. It is a major challenge for them not to allow political interference or pressure where powerful individuals influence recruitment and selection decisions because nepotism and favouritism can lead to labour turnover.

REFERENCES

Agaton, S. I. G. (2024). The padrino system in Philippine politics and society. Social Ethics Society Journal of Applied Philosophy Special Issue, February 2024, 193-209.

Amstrong, M. (2000). Strategic human resources management: The key to improving business

Performance. CIPD.

Bratton, J., & Gold, J. (2007). Human resource management: Theory and Practice, 4th Edition. Houndmills

Buckley, M.R, Beu, D.S,. Frink, D.D, Howard, J.L, Berkson, H, A. Mobbs, T, A. &Ferris, G. R. (2001). Ethical issues in human resources systems. Human Resource Management Review 11, 11-29.

Civil Service Commission. (2018). Nepotism - CSC Forum. Retrieved from https://web.csc.gov.ph/forum/forum/questions-nepotism/421-nepotism 

Comi, M. & Devi, L. (2018) A study on recruitment and selection process in selected construction companies. International Journal for Research in Engineering Application & Management (IJREAM), 5(10). https://doi.org/10.18231/2454-9150.2019.0437 

Gommans, P, H. and Musumbu, J.M. (2014). The Role of Ethical Practice in Recruitment in Improving Performance of an Institution; A case study of ethics in recruitment of the police service in Kenya and resultant performance in stemming insecurity since 2010). International Journal of Scientific and Research Publications, 4(10)

ICSC Secretariat. (2001). Framework for human resource management practices on turnover,

productivity and corporate finance performance. Academy of Management Journal, 38,

635-672.

Lavigna, R. J., & Hays, S. W. (2004). Recruitment and selection of public workers: An international compendium of modern trends and practices. Public Personnel Management, 33(3), 237-253.

Lewis, G. B., & Frank, S. A. (2002). Who wants to work for the government? Public Administration Review, 62(4). https://doi.org/10.1111/0033-3352.00193

Mabindis, V. (2003). Impact of staff turnover on organizational effectiveness among employees. Master Thesis submitted to the Department of Human Resource Management, Durban University of Technology

Silzer, L.  (2010). Theories of HRM. Chicago Press.

Tucker P. and Founder D. (2010) Supervision and personnel administration and management. Chicago United Press.

 

Practical ethics and leadership integrity: A literature review on the ethical practices of Filipino Certified Public Accountants (CPAs)

by: Jesus B. Reyes, CPA, MBA

Divine Word College of Laoag- Graduate School of Business

Abstract

This literature review explores the ethical practices of Filipino Certified Public Accountants (CPAs) within the context of practical ethics, leadership integrity, and cultural influences. It emphasizes the importance of ethics in accounting for maintaining transparency, trust, and accountability in financial reporting. Ethical challenges faced by Filipino CPAs are shaped by factors such as familial loyalty, societal pressures, and evolving regulatory standards. 

The review highlights the need for comprehensive ethics education and ethical leadership in fostering a culture of integrity within accounting firms. Case studies, including the Pharmally scandal and success stories like Integrity Accounting Services, illustrate both the consequences of ethical lapses and the positive impact of ethical leadership.

It concludes that strengthening ethics education, leadership development, and regulatory enforcement are essential to overcoming challenges and enhancing the credibility of the accounting profession in the Philippines. Recommendations include integrating ethics training into curricula, promoting ethical leadership, and reinforcing regulatory oversight to cultivate a culture of integrity and accountability in the profession.

Keywords: Certified Public Accountant (CPA), leadership integrity, practical ethics, ethical practices

Introduction

Practical ethics in accounting is crucial for maintaining the integrity of financial reporting and fostering public trust in the accounting profession. Certified Public Accountants (CPAs) play a key role in ensuring transparency and accountability, and ethical lapses can have severe consequences, including legal repercussions and damage to reputations (Bampton & Cowton, 2013). In the Philippines, CPAs face unique ethical challenges influenced by cultural factors such as strong familial ties, societal expectations, and the evolving regulatory landscape (Onumah et al., 2022). These factors often complicate ethical decision-making, highlighting the need for robust ethical frameworks and continuous education (Diyanti, 2022).

Ethics education is essential for equipping future CPAs with the skills to handle ethical dilemmas in their professional careers (Long et al., 2017). In the Philippines, ethics training must be tailored to account for both global standards and local cultural values. Leadership integrity also plays a significant role in shaping organizational ethical climates. Ethical leaders set the tone for transparency and accountability, promoting an environment where ethical decision-making is prioritized (Kaptein, 2014). When leaders demonstrate integrity, they inspire trust and ensure that employees adhere to high ethical standards (Mayer et al., 2010).

Despite existing regulations, Filipino CPAs still face challenges such as corruption and the pressure to meet financial targets, which can compromise their ethical practices (Onumah et al., 2022). Case studies like the Pharmally scandal illustrate the dire consequences of ethical lapses in the profession, emphasizing the need for stronger regulatory oversight and a commitment to ethics (Bacong et al., 2022).

This literature review explores the intersection of practical ethics, leadership integrity, and Filipino cultural influences in shaping the ethical practices of CPAs, aiming to highlight how these factors can contribute to a more ethical accounting profession in the Philippines.

Literature review

Practical Ethics in Accounting

Practical ethics in accounting is a critical area that encompasses the moral principles and standards guiding the professional conduct of accountants, particularly Certified Public Accountants (CPAs). These ethical frameworks are essential for maintaining the integrity of financial reporting and ensuring that accountants act in the best interests of their clients and the public. The importance of ethical decision-making for CPAs cannot be overstated, as it directly impacts the trust and credibility of the accounting profession (Bampton & Cowton, 2013). Ethical lapses can lead to severe consequences, including legal ramifications, loss of professional licenses, and damage to the reputation of both the individual accountant and the firms they represent (Bobek et al., 2016). 

In the Philippines, Filipino CPAs face unique ethical dilemmas shaped by cultural, societal, and regulatory influences. Issues such as nepotism, corruption, and the pressure to conform to familial or societal expectations often complicate ethical decision-making for these professionals (Onumah et al., 2022). Moreover, the interplay between personal values and professional obligations can create conflicts that challenge the ethical integrity of CPAs. For instance, a CPA may feel compelled to prioritize the interests of a family member or close friend over their professional responsibilities, leading to potential ethical breaches (Diyanti, 2022). This highlights the need for robust ethical frameworks and continuous ethics education to equip CPAs with the skills necessary to navigate these challenges effectively (Ghazali & Ismail, 2013). 

The integration of ethics education into accounting curricula is crucial for fostering ethical awareness among future accountants. Research has shown that accounting students who receive comprehensive ethics training are better equipped to handle ethical dilemmas in their professional careers (Long et al., 2017). Furthermore, the establishment of a strong ethical culture within accounting firms can encourage ethical behavior among employees and promote a commitment to ethical standards (Koeplin, 2011). This cultural shift is essential for ensuring that ethical considerations are prioritized in decision-making processes, ultimately enhancing the overall integrity of the accounting profession.

Leadership Integrity in the context of accounting

Leadership integrity is paramount in the accounting profession, as it establishes the ethical tone for organizations and influences the behavior of employees. Leaders who exemplify integrity foster an ethical climate that encourages transparency, accountability, and ethical decision-making among their teams (Mayer et al., 2010). The principles of leadership integrity include honesty, fairness, and a commitment to ethical standards, which are vital for maintaining trust and credibility in financial reporting (Kaptein, 2014).

The impact of leadership integrity on organizational performance is profound; organizations led by ethical leaders tend to experience lower rates of misconduct and higher levels of employee engagement and satisfaction (Treviño, 2006). Ethical leadership has been shown to positively influence the ethical decision-making processes of employees, thereby enhancing overall organizational performance. For instance, when leaders prioritize ethical behavior, they create an environment where employees feel safe to voice concerns and report unethical practices without fear of retaliation. This culture of openness not only enhances accountability but also reinforces the importance of integrity in all business dealings (Mayer et al., 2010).

Moreover, the ethical climate established by leaders can significantly affect the organizational culture and the behavior of employees. Research indicates that organizations with strong ethical leadership are more likely to cultivate a culture of integrity, where ethical considerations are integrated into everyday decision-making. This cultural alignment is essential for ensuring that ethical standards are upheld, particularly in high-pressure situations where the temptation to compromise ethical principles may arise processes (Treviño,  2003)

Filipino CPAs: Cultural influence on ethical and leadership practices

Filipino culture, characterized by strong familial ties and community-oriented values, significantly influences ethical decision-making among CPAs. The interplay of familial loyalty and professional obligations can create ethical dilemmas, where personal relationships may conflict with professional responsibilities. For example, a CPA may face pressure to overlook financial discrepancies in a family-owned business, leading to potential ethical breaches that compromise their professional integrity. Societal norms also play a role, as expectations for conformity and respect for authority can pressure CPAs to compromise their ethical standards (Onumah et al., 2022).

Furthermore, the organizational norms within accounting firms can either reinforce or undermine ethical practices. Firms that prioritize ethical leadership and provide ethics training are more likely to cultivate an environment where ethical decision-making is the norm, rather than the exception. This cultural context necessitates a tailored approach to ethics education and leadership development for Filipino CPAs, ensuring alignment with local values while adhering to global ethical standards (Diyanti, 2022).

The influence of cultural values on ethical decision-making is further compounded by the challenges posed by globalization and the increasing complexity of the business environment. As Filipino CPAs navigate the intricacies of international accounting standards and practices, they must also reconcile these with their cultural values and ethical obligations. This duality can create additional challenges, as CPAs may find themselves torn between adhering to local cultural norms and meeting the expectations of global accounting standards (Ghazali & Ismail, 2013).

Legal and regulatory frameworks for CPAs in the Philippines

The legal responsibilities and ethical standards for Filipino CPAs are primarily governed by the Professional Regulatory Board of Accountancy (PRBOA) and the Code of Ethics for Professional Accountants in the Philippines. These frameworks establish the foundational principles that guide CPAs in their professional conduct, emphasizing integrity, objectivity, professional competence, confidentiality, and professional behavior (PICPA, 2021).

The PRBOA plays a crucial role in enforcing compliance with these standards, ensuring that CPAs uphold the integrity of the profession. Regular updates to the Code of Ethics are necessary to address emerging ethical challenges and maintain relevance in a rapidly evolving business environment. Continuous professional development and ethics training are essential components of this regulatory framework, equipping CPAs with the tools needed to navigate complex ethical dilemmas effectively (Kaplan et al., 2014).

Moreover, the effectiveness of these legal and regulatory frameworks is contingent upon the commitment of CPAs to adhere to ethical standards and the enforcement of disciplinary measures for violations. Research indicates that the presence of strong regulatory oversight can deter unethical behavior and promote a culture of accountability within the profession (Onumah et al., 2022). However, challenges remain, particularly in addressing issues such as corruption and lack of accountability, which can undermine the effectiveness of regulatory frameworks (Bampton & Cowton, 2013).

Ethical leadership and its impact on trust and accountability

Ethical leadership is instrumental in fostering trust within organizations. Leaders who prioritize ethical behavior create an environment where employees feel safe to voice concerns and report unethical practices without fear of retaliation. This culture of openness enhances accountability and transparency, which are critical for maintaining stakeholder trust (Brown et al., 2005).

Furthermore, ethical leadership promotes a shared commitment to ethical standards across the organization, reinforcing the importance of integrity in all business dealings. The positive impact of ethical leadership on organizational culture and performance underscores the need for leadership development programs that emphasize ethical decision-making and accountability. Research has shown that organizations with strong ethical leadership are more likely to cultivate a culture of integrity, where ethical considerations are integrated into everyday decision-making processes (Mayer et al., 2010).

Additionally, ethical leadership has been linked to improved employee morale and job satisfaction, as employees are more likely to feel valued and respected in an ethical work environment. This, in turn, can lead to increased employee retention and productivity, further enhancing organizational performance. The role of ethical leadership in promoting trust and accountability is particularly crucial in the accounting profession, where the stakes are high, and the potential for ethical breaches can have far-reaching consequences (Kaptein, 2014).

Case studies: Ethical failures and success stories among Filipino CPAs

The accounting profession in the Philippines has witnessed both ethical failures and success stories that highlight the importance of integrity and ethical decision-making among CPAs. This section examines three notable cases that illustrate the consequences of ethical breaches and the positive impact of ethical leadership in the profession.

Case Study 1: The Pharmally Scandal

The Pharmally Pharmaceutical Corporation scandal is one of the most significant ethical failures in recent Philippine history. In 2020, during the COVID-19 pandemic, Pharmally was awarded contracts worth billions of pesos to supply medical supplies to the government, including face masks and personal protective equipment (PPE). However, investigations revealed that the company had questionable financial standing and lacked the capacity to fulfill such large contracts (Gonzales, 2021).

The scandal came to light when it was discovered that Pharmally had ties to several government officials and that the procurement process was marred by irregularities. Allegations of corruption and collusion emerged, with claims that the company had inflated prices and provided substandard products. The Senate conducted hearings to investigate the matter, leading to public outrage and calls for accountability (Buan, 2021).

The Pharmally scandal serves as a stark reminder of the ethical responsibilities of CPAs and the importance of transparency and accountability in financial reporting and procurement processes. The fallout from this case has prompted discussions about the need for stricter regulations and oversight in government procurement to prevent similar ethical breaches in the future (Gonzales, 2021).

Case Study 2: The Legacy of the "Pioneer" Accounting Firm Scandal

Another significant ethical failure in the Philippine accounting landscape occurred in the early 2000s involving a prominent accounting firm known as "Pioneer." This firm was implicated in a massive financial scandal that involved the manipulation of financial statements to mislead investors and regulators. The firm’s auditors were found to have colluded with management to overstate revenues and assets, leading to substantial losses for shareholders and stakeholders (Bacong et al., 2022).

The repercussions of this scandal were profound. The firm faced legal actions, and several CPAs involved lost their licenses and faced criminal charges. The incident highlighted the critical need for ethical standards and accountability in the accounting profession. It also prompted the Philippine Institute of Certified Public Accountants (PICPA) to strengthen its regulatory framework and emphasize the importance of ethics education in accounting programs. This case serves as a cautionary tale for CPAs, emphasizing the necessity of maintaining independence and integrity in their professional conduct (Bacong et al., 2022).

Case Study 3: The Success of Ethical Leadership at "Integrity Accounting Services"

In contrast to the aforementioned scandals, "Integrity Accounting Services" has emerged as a success story in ethical leadership within the Philippine accounting profession. This firm has implemented a robust ethical framework that prioritizes transparency, accountability, and ethical decision-making. The leadership at Integrity Accounting Services has fostered a culture of integrity by providing regular ethics training and encouraging open communication among employees (Koeplin, 2011).

The firm’s commitment to ethical practices has resulted in a strong reputation within the industry and among clients. Integrity Accounting Services has successfully navigated complex financial reporting challenges while maintaining compliance with regulatory standards. This success is attributed to the ethical leadership demonstrated by the firm's management, which has inspired employees to uphold high ethical standards in their work. The positive outcomes of this case illustrate the benefits of ethical leadership in enhancing organizational performance and building trust with stakeholders (Long et al., 2017).

Challenges to ethical practice and leadership integrity

Barriers to ethical practice and integrity among CPAs include systemic issues such as corruption, lack of accountability, and inadequate regulatory enforcement. These challenges can create an environment where unethical behavior is normalized, undermining the integrity of the profession. Addressing these barriers requires a multifaceted approach, including stronger regulatory oversight, enhanced ethics education, and a commitment to fostering a culture of integrity within accounting firms (Onumah et al., 2022).

Furthermore, the pressure to meet client demands and achieve financial targets can lead to ethical compromises among CPAs. Research indicates that the pursuit of profit can sometimes overshadow ethical considerations, resulting in decisions that prioritize short-term gains over long-term integrity. This underscores the need for organizations to establish clear ethical guidelines and promote a culture that values ethical decision-making (Ghazali & Ismail, 2013).

The role of education and training in shaping ethical leadership

Educational programs and certifications play a pivotal role in shaping the ethical decision-making of CPAs. Comprehensive ethics education equips future accountants with the knowledge and skills necessary to navigate ethical dilemmas effectively. Continuous professional development and ethics training are essential for reinforcing ethical standards and adapting to the evolving landscape of the accounting profession (Bampton & Cowton, 2013).

Moreover, the integration of ethics education into accounting curricula is crucial for fostering ethical awareness among future accountants. Research has shown that accounting students who receive comprehensive ethics training are better equipped to handle ethical dilemmas in their professional careers. This highlights the importance of developing educational programs that emphasize ethical decision-making and provide students with the tools needed to navigate complex ethical challenges (Long et al., 2017).

Conclusion

In conclusion, the integration of practical ethics into the accounting profession is essential for fostering trust, accountability, and integrity. Filipino CPAs, influenced by cultural, societal, and regulatory factors, face unique challenges that necessitate tailored approaches to ethics education and leadership development. By addressing these challenges and reinforcing ethical standards, the accounting profession can enhance its credibility and effectiveness in serving the public interest.

Recommendation

To enhance ethical standards within the accounting profession, reforms in education, regulatory policies, and industry practices are necessary. Recommendations include integrating ethics training into accounting curricula, promoting ethical leadership development programs, and strengthening the enforcement of ethical standards by regulatory bodies. By fostering a culture of integrity and accountability, the accounting profession can better navigate the ethical challenges it faces and maintain public trust.

References

Bacong, A., Hing, A., Morey, B., Crespi, C., Kabamalan, M., Lee, N., … & Gee, G. (2022). Health selection on self-rated health and the healthy migrant effect: baseline and 1-year results from the health of philippine emigrants study. Plos Global Public Health, 2(7), e0000324. https://doi.org/10.1371/journal.pgph.0000324

 

Bampton, R., & Cowton, C. J. (2013). *The Role of Ethics in Accounting Education: A Review of the Literature*. *Accounting Education*, 22(4), 1-20. doi:10.1080/09639284.2013.830350.

 

Bobek, D. D., et al. (2016). *An Investigation of Ethical Environments of CPAs: Public Accounting versus Industry*. *Behavioral Research in Accounting*, 28(1), 1-20. doi:10.2308/bria-51561.

 

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for constructing moral identity. The Leadership Quarterly, 16(5), 595-617. https://doi.org/10.1016/j.leaqua.2005.07.003

 

Buan, L. (2021, September 28). Pharmally scandal: Senate hearings reveal questionable contracts and financial irregularities.

 

Diyanti, R. (2022). *Facing Ethical Dilemmas as Professional Accountants in the Future: Do They Aware?* *Journal of International Conference Proceedings*, 5(3), 1-10. doi:10.32535/jicp.v5i3.1840.

 

Ghazali, M. F. A., & Ismail, Z. (2013). *The Influence of Personal Attributes and Organizational Ethics Position on Accountants' Judgments: Malaysian Scenario*. *Social Responsibility Journal*, 9(2), 1-20. doi:10.1108/srj-08-2011-0072.

 

Gonzales, J. (2021, September 15). Pharmally scandal: Allegations of corruption and collusion surface in Senate hearings.

 

Kaplan, S. E., et al. (2014). *The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence*. *Journal of Business Ethics*, 120(1), 1-20. doi:10.1007/s10551-013-1868-y.

 

Kaptein, M. (2014). The effectiveness of ethics programs: the role of scope, composition, and sequence. Journal of Business Ethics, 132(2), 415-431. https://doi.org/10.1007/s10551-014-2296-3

 

Koeplin, J. (2011). *An Exploration Of Values And Ethical Choices Of Accounting Students*. *International Business & Economics Research Journal (IBER)*, 10(5), 1-10. doi:10.19030/iber.v10i5.3923.

 

Long, B. M., et al. (2017). *Toomer's Energy Drinks: Fueling Earnings Management?* *Issues in Accounting Education*, 32(4), 1-15. doi:10.2308/iace-51870

 

Mayer, D., Kuenzi, M., & Greenbaum, R. (2010). Examining the link between ethical leadership and employee misconduct: the mediating role of ethical climate. Journal of Business Ethics, 95(S1), 7-16. https://doi.org/10.1007/s10551-011-0794-0

 

Onumah, J. M., et al. (2022). *The Effects of Personal and Organisational Attributes on Ethical Attitudes of Professional Accountants: Evidence from Ghana*. *Journal of Global Responsibility*, 13(2), 1-20. doi:10.1108/jgr-04-2021-0041

 

Philippine Institute of Certified Public Accountants (PICPA). (2021). Code of Ethics for Professional Accountants in the Philippines (4th ed.). Manila: PICPA.

 

Treviño, L. K., (2006). *Managing Ethics in Business Organizations: Social Scientific Perspectives*. *Management Science*, 49(5), 1-20. doi:10.1287/mnsc.49.5.1.14428.

 

 

 

 

The ethical challenge of power tripping in school-based management.

 

JOSHUA M. RANGCAPAN

Divine Word College of Laoag 

Abstract 

This paper seeks to study the effect of Power Tripping and its negative outcome in the delivery of quality service to its stakeholders within the concept of School-Based Management in Public Schools in the Philippines. School Administrators are vested with authority, accountability, and responsibility for ensuring access, promoting equality, and improving the quality of basic education. An ethical challenge arises when School Administrators misuses their authority for personal gain and interest. This could deter the actualization of the objectives of the organization, hence, causing failure to achieve the overall vision and mission. In spite of this, Transformational Leadership plays a pivotal role for the reason that it emphasizes on inspiring and motivating employees to perform in ways that create meaningful change.

Keywords:     Leadership and Governance, School-Based Management,

 Accountability, Transformational Leadership 

Introduction 

In any organization, leaders have so many responsibilities and some of the workload needed to be delegated to others. Delegation is an advanced Leadership Skills. In delegation, it is implied that one member has been empowered by one’s leader to take responsibility in completing a certain activity or task.  The International Institute for Management Development (2024) gave emphasis to delegation in leadership promotes individual employee growth. It encourages them to be confident  in their abilities and recognize their contribution to the organization. Employees will identify their strengths and weaknesses and can craft an effective strategy to improve in areas lacking. Harvard Business Review (2017) also stressed that in delegation, leaders inspire employees’ commitment. People get excited about what’s possible, but they commit only when they understand their role in making it happen.

In relation to this, Republic Act No. 9155 known as Governance of Basic Education Act of 2001, School Administrators were provided the mandate for decentralized system of school management. In public schools, School Administrators is composed of a School Head and one or more Administrative Officers. This allowed them the freedom to manage administrative and instructional supervision of their respective designated school(s).

Being an Administrative Officer, I consider the act of Power Tripping to be morally not right and hinders School Administrators to be an efficient and effective Leader.  Power tripping occurs when Schools Administrators misuse their authority e.g., delegate task for their personal benefit and interest to Administrative Staffs and/or Teachers. Abuse of power can be defined as any excessive exercise of a power by an individual, it’s when that individual uses their capabilities outside the usual scope of action or, in simpler terms, they exceed the limit of their rights (De Silans, 2020).

The Effects of Power Tripping to the Organization and Employees

The misuse or abuse of authority for personal gain and interest committed by leaders have detrimental effect to the organization as well as to the employee. Wejinya, O. O., & Agwoje, S. E. (2023) pointed up that the quality of an organization's leadership has a significant impact on its growth, productivity, and success. An organization's bottom line might take a serious hit if its leadership makes certain bad choices.

The following are the effects of Power Tripping to the Organization as a whole and its impact to the individual employees:

a)    Mission, Vision, Goals and Objectives of the Organization are not satisfied. A Mission statement is important for an organization because it defines the business, products or services, and customers, thereby defining the primary objective. Vision on the other hand, focuses on its goals and aspirations, which describes how the future will look if the organization achieves its mission. The vision and mission statements define the purpose of the organization and instill a sense of belonging and identity to the employees (OpenGrowth, n.d.).

A Power Tripping Leader derails from the achievement of the organization’s mission and vision because resources will be channeled to his personal gain and interest.

b)    Poor Reputation. Leaders who misuses their authority can severely harm an organization’s reputation. When employees are unhappy and have lost trust in the leadership, they are more likely to speak negatively about the organization. Whether it is communicated internally within the organization or externally, both can have a damaging impact on the organization’s image and brand. Additionally, there is a possibility of attracting negative media attention which can further harm the organization’s reputation.

c)    Increased employee burnout, stress and anxiety. When employees have to deal with critical behavior, it can lead to a lot of stress and anxiety and negatively impacts their mental health. In addition, negative leadership can result in a toxic work environment, which can make it difficult for employees to maintain a healthy work-life balance.

d)    Diminished Employee Morale. One of the most immediate impacts is a decrease in employee morale as well as overall job satisfaction. Leaders who power trip often engage in behaviors such as micromanagement and aggressive criticism which can be both demoralizing and damaging to an employee’s self-esteem and confidence which in turn directly impacts their work performance. Employees will not go above and above if they have no loyalty to the organization they work for. This might hinder the organization's capacity to innovate and reach its objectives.

e)    Increased Employee Turnover and Absenteeism. Leadership that misuse/abuse their authority can also contribute to high employee turnover rates. When employees have lost confidence in the leadership and are unhappy with their working environment, they are likely to look for other job opportunities or even avoid work altogether.

The Pivotal Role of Transformational Leadership

The University of Massachusetts (n.d.) emphasized that transformational leaders inspire employees in ways that go beyond exchanges and rewards. This approach can increase a team’s intrinsic motivation by expressing the value and purpose behind the organization’s goals.

The following are the components of transformational leadership:

a)    Individualized consideration. Transformational leaders listen to employees’ concerns and needs so they can provide adequate support. They operate from the understanding that what motivates one person may not motivate someone else. As a result, they’re able to adapt their management styles to accommodate various individuals on their team.

b)    Inspirational motivation. Transformational leaders are able to articulate a unified vision that encourages team members to exceed expectations. They understand that the most motivated employees are the ones who have a strong sense of purpose. These leaders are not afraid to challenge employees. They remain optimistic about future goals and are skilled at giving meaning to the tasks at hand.

c)    Idealized influence. Transformational leaders model ethical behavior. Their moral conduct earns a necessary level of respect and trust. This can help leaders steer decision-making that works to improve the entire organization.

d)    Intellectual stimulation. Transformational leaders regularly challenge assumptions, take risks and solicit team members' input and ideas. They don't fear failure, and instead foster an environment where it's safe to have conversations, be creative and voice diverse perspectives. This empowers employees to ask questions, practice a greater level of autonomy and ultimately determine more effective ways to execute their tasks.

The following are traits of successful transformational leaders:

a)    Good transformational leaders practice self-awareness. Transformational leaders thrive on personal growth and know their strengths and weaknesses. They often take time to reflect and set daily or weekly goals. These leaders believe everyone, including themselves, should be continually learning and improving.

b)    They remain open-minded. Remaining open to new ideas and fresh perspectives is an important aspect of transformational leadership. Rather than jumping to conclusions, these leaders regularly gather feedback and ideas from a range of sources before making strategic decisions.

c)    The best transformational leaders are adaptable and innovative. Good transformational leaders understand changing business dynamics and are always finding innovative ways to stay ahead of the curve. They’re unafraid to alter traditional approaches that have worked in the past as they look toward the future.

d)    Good transformational leaders are proactive. Leaders cannot simply sit around and wait for change to happen. Rather, they make proactive decisions and bold choices that can set the tone for others to follow.

e)    They lead with humility. Finally, transformational leaders take little issue with admitting they don’t have all the answers. While they can remain confident in their goals and abilities, they’re also able to keep their egos in check and do what’s right for their team or organization.

Conclusion

Misuse of authority exhibits far-reaching consequences on an organization's productivity. Bad management have a detrimental influence on employee attitudes, output, and commitment to the organization. The cumulative consequence of these issues is lower output and higher turnover.

The presence of ethical leadership, training and development programs, promotion of ethical behavior, employee involvement, clear standards of behavior, acknowledgment for good performance, and possibilities for growth all contribute to a productive workplace. Incorporating this may boost morale, teamwork, and decision-making effectiveness in the organization.

Trust, open communication, and mutual regard among workers are the strongest defense against incompetent management. If leaders want to gain followers' trust, they must be made to answer for their deeds. Providing employees with opportunities for growth and development may enhance morale and mitigate the effects of incompetent management. Weak leadership has systemic consequences, which necessitate a systemic approach to coping with them.

A transformational leadership style inspires employees to strive beyond required expectations to work toward a shared vision. Learning to balance these can help leaders reach their full potential. In order to build and maintain a performance-driven culture, it is crucial to set and monitor specific performance targets, as well as provide regular feedback on success.

 

 

 

 

 

 

References

 

Department of Education. (2012). DepEd Order No. 83, s. 2012. Implementing Guidelines on the Revised School-Based Management (SBM) Framework, Assessment Process and Tool (APAT). Retrieved from https://www.deped.gov.ph

Department of Education. (2015). DepEd Order No. 44, s. 2015. Guidelines on the Enhance School Improvement Planning (SIP) Process and the School Report Card (SRC). Retrieved from https://www.deped.gov.ph

De Silans, C. (2020). Power tripping: what to do when someone misuses their authority at work. Retrieved from https://www.welcometothejungle.com/en/articles/preventing-power-tripping-abuse-at-work

Harvard Business Review. (2017). To be a great leader, you have to learn how to delegate well. Retrieved from https://hbr.org/2017/10/to-be-a-great-leader-you-have-to-learn-how-to-delegate-well

International Institute for Management Development. (2024). Everything you need to know about delegative leadership. Retrieved from https://www.imd.org/blog/leadership/ delegative-leadership

Kumar, S. (2024). 8 Damaging effects of negative leadership. Retrieved from https://6q.io/blog/effects-of-negative-leadership/

OpenGrowth. (n.d.). Mission And Vision- Why Is It Important? Retrieved from https://www.blogs.opengrowth.com/mission-and-vision-why-is-it-important

 

Republic Act No. 9155. (2001). Governance of basic education Act of 2001. Retrieved from https://elibrary.judiciary.gov.ph/thebookshelf/showdocs/2/7353

University of Massachusetts. (n.d.). What is transformational leadership? Understanding the impact of inspirational guidance. Retrieved from https://www.umassglobal.edu/ news-and-events/blog/what-is-transformational-leadership

Wejinya, O. O., & Agwoje, S. E. (2023). Negative Effects of Leadership on Organizational Performance. International Journal of Scientific Research in Education, 16(4), 368-379. Retrieved from https://www.ijsre.com.ng/assets